ABSTRACT
This chapter discusses the alternative models of administrative reform, and the role of these reforms in shaping management, within the public sector. Traditional civil service systems were more concerned with ensuring permanent employment for the staff, and with insulating the civil service from political influences, than they have been with the actual performance of public tasks. The dominant approach to reforming public management has been based on market principles and the ideas of generic management. The first wave of reform – meaning that associated with the New Public Management – was directed at increasing the efficiency of government in many administrative systems, and also toward enhancing the capacity of citizens and employees to influence government. Assessing performance is difficult enough in any form, but the concept of value-added places an additional burden on the measurement capacity of government organizations. The Finnish government has continued its active reform policy with a form of strategic management and integration of programs.
